Lozano, Rodrigo

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Carpenter, Angela

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Sammalisto, Kaisu

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Lozano, Rodrigo

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Abstract [en]

Interest in sustainability from the corporate sector is evidenced by over 13,000 companiesin 160 countries that have signed the United Nations Global Compact. In thiscontext, a number of tools, initiatives, and approaches (TIAs), e.g., circular economy,corporate social responsibility, eco-efficiency, life cycle assessment, and sustainabilityreporting have been developed by and for corporations to engage and promote sustainabilitywithin their systems. Each of the TIAs has advantages when addressingsustainability issues and the company system's elements, but it has disadvantages indealing with their complexities and interactions. Relying only on one TIA results in alimited contribution to sustainability, whereas using too many TIAs wastes resourcesand energy. The Corporate and Industrial Voluntary Initiatives for Sustainability(CIVIS) has been proposed to better combine the TIAs. A survey was developed toinvestigate the use of 24 TIAs. The survey was sent to a database of 5,299 organisations(of which 3,603 were companies), from which 202 responses were obtained.The responses were analysed using ratio analysis, principal component analysis, andcluster analysis. The responses show that some TIAs are well known and providegood results when used, for example, corporate social responsibility, corporate sustainability,and Global Reporting Initiative reports. The analyses show a number ofgroups of the TIAs that can help to better combine them. The paper updates theCIVIS framework in order to provide clearer guidance on how to combine the TIAs. Acombination of between four and six initiatives appears to be most effective way topromote sustainability. The TIAs can help to promote sustainability in corporations,but they need to be combined correctly in order to address holistically the fourdimensions of sustainability, the system elements, and stakeholders, while avoidingduplication of tasks and wasting resources.

Place, publisher, year, edition, pages

John Wiley & Sons, 2020

National Category

Other Environmental Engineering Business Administration Other Social Sciences not elsewhere specified

Lozano, Rodrigo

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Barreiro-Gen, Maria

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production. University of Gävle.

Carpenter, Angela

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Lozano, Rodrigo

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Carpenter, Angela

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Lozano, Rodrigo

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Carpenter, Angela

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Lozano, Rodrigo

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Fobbe, Lea

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Lozano, Rodrigo

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Carpenter, Angela

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Lozano, Rodrigo

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Garcia, Iciar

Universitat Jaume I, Castellón, Spain.

2020 (English)In: Frontiers in SustainabilityArticle in journal (Refereed) Published

Abstract [en]

Organizations (i.e., civil society, corporations, and public sector organizations) havebeen instrumental in driving sustainability. In the last decade, there has been anincreasing interest in organizational sustainability, and an increase of organizationalchange management for sustainability. Although, there have been many effortsaimed at incorporating sustainability in organizations, incorporating, integrating, andinstitutionalizing sustainability in organizations is still under-researched. A survey wasdeveloped for investigating the importance of how sustainability has been embeddedin organizations’ system elements. The survey was sent to a database of 5,299contacts from different organizations worldwide. From the total, 281 useable responses(6.78%) for the organizational change part were obtained. The variables analyzed weremainly ordinal scales, therefore, non-parametric methods were used for the analyses,including descriptive, Friedman test for ranking, and Kruskal Wallis and Wilcoxon testsfor comparisons.More than 90%of the responding organizations have been working withsustainability for more than 5 years. The main driving forces for sustainability have beenmotivated equally by external stimuli and internal factors. The focus on sustainability andrecognition of the impacts that the organization has are fairly aligned. The findings showthat the main areas, from the start and during the changes, have been on governance,management and strategy, and operations and production. The majority of the changeswere effected between six and seven systems elements, which indicates a large degreeof institutionalization. The comparison tests show that the nature of the organization playsa key role for where the sustainability changes start, and how the changes affect systemelements. The research highlights that it inconsequential where sustainability changesstart, as long as sustainability is adopted throughout all the system elements, includinginternal and external stakeholders. Planning sustainability changes must address its fourdimensions holistically, as well as technical, managerial, and organizational issues, andthe organization’s stakeholders.

Fobbe, Lea

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Carpenter, Angela

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production. School of Earth and Environment, University of Leeds, Leeds, UK.

Sammalisto, Kaisu

University of Gävle, Faculty of Engineering and Sustainable Development, Department of Industrial Management, Industrial Design and Mechanical Engineering, Industrial Management. University of Gävle, Center for Logistics and Innovative Production.

Abstract [en]

Ports are under increasing pressure to become more sustainable. Although some ports have been including sustainability into their operations, this has been mainly done from economic and environmental perspectives and technological or policy‐related approaches, while there has been little research on organisational change management for sustainability. This paper analyses organisational change efforts for sustainability at the Port of Gävle, Sweden. Twenty‐three face‐to‐face interviews were conducted with various stakeholders. The findings show that there were differences in perception of sustainability; but similarities in the drivers for and the barriers to sustainability (with some key differences between the internal and external stakeholders). This research shows that, in their journey towards becoming more sustainable, ports have to take a holistic approach encompassing the four dimensions of sustainability (economic, environmental, social, and time); their stakeholders (internal and external); and legislative, technological, financial, cultural/social, voluntary initiatives, and organisational change management approaches.